Quality is neither mind not matter, but a third entity independent of the two....It cannot be defined, you know what it is. Pirzig (1974)

Psychological Process Product Transcendent User Value Production or Operations Service Product Or Service Figure 10.1

Garvin (1988) suggests there are five bases of quality: 1 Transcendent 2 Product-based 3 User-based 4 Manufacturing-based 5 Value-based

Marketing Design Production Marketing Customer Customer Figure 10.2

When dealing with the factors that are considered to affect how a customer perceives quality, it is possibly prudent to evaluate Garvin's (1988) eight dimensions of quality. These are: 1 Performance 2 Features 3 Reliability 4 Conformance 5 Durability 6 Serviceability 7 Aesthetics 8 Perceived Quality

Performance * Features Reliability Conformance Durability Transcendent Product User Manufacturing Value Performance * Features Reliability Conformance Durability Serviceability Aesthetics Perceived Quality Table 10.1

Deliberately set out to comprehend customer requirements 1 Deliberately set out to comprehend customer requirements 2 Match customer requirements to products marketed 3 Improve present processes 4 Add new processes as required 5 Involve employees in improving quality of products through effective internal and external marketing Table 10.2

Marketing is providing a product or service to satisfy customer needs, at a profit Marketing is the social and managerial process by which individuals and groups obtain what they need and want through creating and exchanging products with others. (Kotler, 1991) Marketing is more than the selling function, in a quality oriented organisation. It is about the provision of meaningful data on which to develop products and services, and supplying those products and services that continuously satisfy customer’s requirements.

MANUFACTURING QUALITY MARKETING The product is the focus The focus is on satisfying customer wants and needs Organisation develops and makes the product and then determines how to sell it Organisation determines what the customers want, and then works out how to make and deliver a product to satisfy those needs and wants Top management is market share and volume oriented All staff are customer oriented Table 10.3

the impact of any non-conformity Cognizance should be taken of, not only what they need and require, but also: the measurement of the quality of the output that provides the customers supply the impact of any non-conformity

Product The product/service offered and exchanged in the market Price The actual cost customers must pay for the product/service Place The organisation's ability to make the product/service available to the customer Promotion The communication activities that strive to motivate customers to purchase the organisation's product/services

1960s 1980s 1990s Survey research Qualitative Research Decision Support System research Competing on product features Competing on price Competing on quality Generalised sales-force Differentiated sales-force Multiplexed sales-force Hard selling and advertising Heavy sales promotion Targeted and co-ordinated communications Pricing based on cost Pricing based on competition Pricing based on customer perceived value Table 10.4

Customer Specification Marketing Design Production Marketing Cyclic Action Interface Between Product/Service Development Stages Customer Specification Development Departmental Response Figure 10.3

These are determined as: Embedded traceability - where every statement, diagram element or drawing is referenced for its response to and consistency with other requirements Review traceability - where a design review process is actioned to allow the consistency and accountability to be demonstrated by key individuals in the design team

QFD can be thought of as design method with a four-part process: Part one - product planning Part two - product design Part three - production and service process planning Part four - work place activities and tasks

How How Product Planning Parts Deployment Requirements Customer Design Requirements How Part Characteristics Requirements Customer Requirements Design What Product Planning What Parts Deployment Figure 10.4

QFD Process Correlation Matrix How Relationship How Much ¤  ≡ ⌂ ≠   Strong Positive Positive Negative Relationship Strong Negative Weak Medium How Much Strong Figure 10.5